A Typical Day For An Engineering Manager (Told From Traffic)

Transcript is auto-generated and may contain errors.

all right it's still Monday I'm leaving the office it's the 25th I never know what day it is um yeah let's get going here it says it's going to be an hour to drive which is uh pretty pretty but that's okay um I guess I'm assuming I can get into the fast lane and cut off 20 minutes um but we'll see maybe not it's kind of rainy dark people suck at driving the usual um so I wanted to go through another topic that was submitted and so this is just a friendly reminder I'm going to keep saying this to folks um if you want me to go over topics just comment below I will try to prioritize them especially right now I don't have like an overwhelming there's like millions of people that watch the channel and stuff so like whatever if you want me

to talk about something I'll I'll try to get it done so uh if you uh don't want to comment because the topic you want me to go through you want to be anonymized just send me a message on social media pick any platform just uh look for Dev leader uh or my my full name is Nick centino and send me a message uh I will anonymize it uh the more context you give the more I can try to to share my perspective so big thanks to folks that have done that already uh I think it's pretty cool that you uh want me to go through stuff so happy to do it so the topic is going to be related to one that I've done before so someone was asking about like a software engineering day in the life and I shared that uh but had

to give the the disclaimer like out of the last 12 plus years of my career um I've been like an engineering manager for most of that the first eight years of those though I was a software engineer uh but also kind of had like a dual role as a manager as well so I could share my perspective from when I was still like uh spending time writing code in my day day job and uh then I had to add in like by the way like here's here's what I observe like my team and stuff doing so a little bit more disconnected from it now but this topic people were saying well that's cool but like what about as an engineering manager what does does a day look like in the life of an engineering manager so I figured I'd chat through that um we got

an hour to to go over it together uh this person's driving in two lanes like an absolute imbecile um my God just get wrecked pal what an absolute um anyway like I said it's going to be a good drive um so uh engineering managers what we do is we wake up we go commute to the office and then uh then we drive home that's it no um okay so I'm going to give you uh a couple of different angles from this cuz obviously like my day is going to be different from anyone else's day so um my my core work hours I'm going to share like the way I want to do this is tell you how I approach my day and then try to give you some generic Parts as well cuz if you're just curious like you you know whatever you don't care

about my day specifically but like what it looks like in general we'll go through that but um my my core work hours are essentially 9 to5 um but because I I interact with people across different time zones and stuff like the reality is uh I'm up early enough like I go to CrossFit and stuff like I wake up for 5 to go to CrossFit at 6 um so if I'm up and there's chatter online like I If I'm needed and I can be helpful sometimes I'll engage uh so what you'll notice as I'm talking through a bunch of this stuff is like my work life boundaries blur significantly and this is not an expectation I have on anyone else uh even my manager does a very good job of explaining the same type of mindset that I have which is like in our roles it's

uh it's not uncommon to be engaging with stuff at like bizarre times but we need to overc communicate that that's not the expectation for other people so especially for his role like he's uh he's at like partner level at Microsoft so as a partner group engineering manager so manager of managers at the partner level the the you know the the amount of impact in his circle of influence is uh very great so um there's going to be people in Europe in India in suja China like across the world right um he'll have to to interface with and sometimes like at least I know how he views it and how I view it for my own career I've always kind of looked at it this way like if I can be helpful at a certain time I will kind of go outside of my my way

to do it so uh sometimes that means in earlier in the morning than I might expect and sometimes that means later in the evening that I might expect I'll get engaged on stuff um but I do try to be fair to myself and I this is what I share with my team too like if you are doing stuff outside of like normal hours don't make it a habit to like just put in tons of extra time like do the extra hours if you need to but like then take a longer lunch start later on a given day start or leave earlier on a given day um like know that we have these flexible schedules where yeah like sometimes you need to to give a little bit more but like it's it should not feel give give give and never take so uh that's something I

need to work with my team on too and overcommunication now I will let my team know if you need me message me it'll be delayed and I will be explicit if I'm going on a vacation where I can't be reached I'll just say like this time no like I won't be around a computer don't expect it uh but other times I try to let them know like reach me if you need me it'll just be delayed um but that's how I operate so uh my day my core hour is 9 to 5 like I said uh and if we're f like primarily on work um usually the beginning of my day is like I'm catching up on on email and Communications especially because we have teams uh in different geographies across the world and that means that there's going to be communication from overnight and

stuff that like I really should be uh catching up on there could be incidents there could be just things that like people were blocked on or needed a engagement with like in different working hours so I generally start my day doing that um how much time I spend doing that can vary from day to day maybe there's literally nothing to catch up on and so I do a quick check and great you know I'm through my email pretty quick uh and other times like that might take up a good chunk of the morning but um uh typically in a day not every single day but I try like I have a lot of 101s right cuz I think there's 11 or 12 people that I have as direct reports right now and uh I try to spread out my my 101's primarily in two days

and I'll explain this in a moment um and then there's a couple that are like outside of that but I I load my 101s into a couple of days just so that I can focus on that for the day it's extremely draining not because I don't like working with my team and talking with my team I very much do um but uh I'm introverted so it's just a lot of energy that goes into those conversations and I feel exhausted at the end of the day but I do that because it's a theme for the day right I know that when I start that day I'm dedicating my time to something specific so my Monday is like today and my Thursdays are generally very heavy oneon-one days um so so those conversations again with my team all different levels uh they're currently all done weekly and

those are times where I talked about this in the last video not intended to just be status updates uh try to make sure that we're at least sprinkling in career conversations and other stuff um obviously it's pretty common for people to share some amount of status that's fine but uh try to steer people away from that being the only thing right like we should be talking about growth career opportunities challenges what gets them engaged that kind of stuff so um if you think about it if I have uh let's let's round down to 10 right just if I have 10 direct reports each one is 30 minutes uh right so that's 5 hours that's almost uh almost a full work day every week uh sort of directly for one-on ones now the reality is some of those go uh over um some of those conversations

go over sometimes there's like uh follow-up conversations and stuff from one one so you could uh expect that like out of five working days one day completely in terms of time allocation is uh entirely for just directly talking in one-on ones at a minimum so the other things that I do in my days are uh sync meetings so I have how many uh I have four like we call them feature Crews at Microsoft they're just like sub teams I guess you would call them in terms of direct reports I have uh I think three of those I guess are groups of direct reports and then one is like a what we call like a V team a virtual team I got to figure out how to move over Lanes here this is bad but it's hard to see the people flying by we did it

um so there's I think four sync meetings that I do um for V teams and now with this project I'm leading there's a fifth so uh that's another minimum of like 30 minute sync meetings actually one of those vteam ones is multiple syncs a week so um it's a basically not quite another full work day of just sync meetings but I have these sync meetings where we're talking about status updates this is generally something like if you think about like agile or scrum or whatever like you're call it like a standup but instead of doing it every day it's closer to once a week um this isn't like a like no one is sitting there at Microsoft like trying to prescribe it as like Hey we're agile but it's just a way that the team that's working on something can can get on the same

page uh in a dedicated way I really have to sneeze pardon me well I didn't swear sorry YouTube um so another thing about that too is like the V teams can be cross geographies as well so we have to make sure that when we're scheduling these things it's like time zone friendly which can be really challenging when you have like say five uh four I don't how I can't count anymore you have like a handful of these V teams or your your core teams and you have people that are in different geographies because there's only so many days of the week that you can schedule something like at the end of the day um plus there's other meetings that get scheduled uh in those time slots too that aren't just these like uh like feature crew syncup meetings which I'll touch on in a moment

but anyway like I said no one is telling me or trying to pretend like hey this is agile uh we're definitely a lot closer to like waterfall in terms of planning and how we approach stuff um but like there's not since I've been at Microsoft I have not seen like a in terms of how it's played out or anyone trying to say we follow Xpress and it's waterfall or it's agile not a single person has given it a name which is good because I would say well you're lying um because it's none of them so we find what works I guess um at least in the the areas I work in but the the way that those sync meetings work is when they're really small like I have one one feature Crew That's only a few people uh and when we go over for 30

minutes like sometimes we'll do a deep dive on stuff so it's not like a typical standup meeting where it's like hey only share very briefly if you're blocked or whatever sometimes we'll dive deep into stuff just because we got 30 minutes it's everyone together and we might as well like uh you know put some focused effort into something so we might do a status update and then someone will say cool like do we mind like taking some extra time to like go over this issue or um you know I wanted to investigate these metrics like can we review them together so it's a good opportunity for that kind of stuff and then in other scenarios when there's more people um and we're trying to be very very conscious of like running over time um we'll try to park that stuff right like give your update

let us know if you're blocked um that kind of thing and just keeping it going the project that I uh have started running recently um it's a 30 minute slot and I've been finishing it in roughly 20 minutes and I told people when we started the project I said look you're probably going to be like I don't want to be rude but I'm going to be cutting people off if you're getting into the Weeds on stuff and uh I set the precedent early on and I feel like like I haven't had to cut anyone off uh which is cool I think people understand like it's a very um decentralized project if I can call it that or frame it that way so there's there's truly not a ton of value in diving deep on stuff in that setting because most people will be like this

just literally does not apply to me and I think people recognize that which is pretty cool um but yeah those sync meetings there's a handful of them uh and I would say as a manager it's kind of tricky because it's like it's many different areas to focus on sorry I got to switch a bunch of lanes here so I'm trying to look for a good opening so if I stop talking it's because uh I'm trying to plan my my merge uh come on buddy got one two more to go um so yeah it's like it's a lot to pay attention to in terms of like what's going on across these feature Crews um it's really nice like uh in the team I'm on now like I feel like I have good uh PM support so they play a really significant role with trying to make

sure like we're all focused on this stuff together um that way too like and I I should have mentioned that like I have sync meetings with my PMS as well so those are more meetings uh if you haven't figured it out my job is a lot of meetings um and I'm not complaining about that because the work I do is meeting with people a lot so um relying on my PMS for uh for more context in and out of those sync meetings is super helpful um it's like I know their focus is making sure like stuff is going according to plan that we're uh delivering stuff to Partners that uh that's expected or things that we've communicated to the business like we plan on having these done with these timelines like I can really lean on them and uh I'm very thankful for that so

um in those sync meetings my goal primarily is to is to make sure that I'm getting people unblocked so uh if if people are sharing updates and everything's just good it's like okay like uh should we be talking about like uh schedule like are we on track like is there room for optimizations but generally uh the focus is like hey I'm blocked on this and we try to come up with a plan to get someone out of that um it's I don't know that part's probably not super outside of the ordinary from what other people probably experience at work it's just that as an engineering manager like I have to be in a bunch of those just for my own team uh so that's where I'm trying to call that out as something that's maybe a little bit unique if you're an individual contributor so

the people on my team they might be in one maybe two of those sync meetings especially if they're part of a v team and again the V team is just some generally like some cross functional or cross team um virtual team that's come together so uh they might not have so much of a a heavy load on on sync meetings but from my my own experience I have to be at a bunch of them um so in a given day I will generally have one-on ones um like I said my my Mondays and Thursdays are pretty heavy then the sync meetings are kind of spread out if I have a team that's only based in North America then uh I try to get that in the middle of the day or whatever and not at that like extra special time towards the end of the

day where we overlap with China which is very helpful for for meeting with them um we have so because we're a platform team and the last team I was on is a platform team uh there's like a service review type meeting so we will have another meeting for that kind of thing to chat through the health of our service like incidents anything that's ongoing like that just general awareness of what's going on with our live service and that's done at the uh the team level so um I am on I manage a team but it's part part of a greater team which is part of another greater team so uh the that sort of weekly service review is done uh not just with my team but sort of outside of that as well which is good but there is another weekly service review that is

part of the even larger team almost like an organizational level so uh that's an interesting one I don't attend that every week but that's a really interesting one especially for just learning about all the stuff that's going on on um again as a platform team like even if you know I I wasn't required to go to that meeting because I had nothing to present or you know I wasn't part of some incident or something um it can be an interesting one to attend because you can learn a lot about what's going on uh in the greater organization that's using the platform or parts of the platform that you're responsible for so uh it's a definitely a cool one to to tune into um okay so what else do I do in a day um there's sometimes like a lot and I should talk about the

startup stuff as well cuz you're hearing lots of Microsoft things um which is going to have its own bias but uh there's planning so there's a lot of like seasonal things that will happen too and one is planning where uh periodically we'll get together my God I got to get out of this Lane this is a death trap I I got a big truck behind me I got a big truck in front of me and then we got a bunch of dummies trying to move between lanes so everyone slamming on their brakes yeah but planning happens periodically um at sort of different scales right so infrequently we do very large planning and that will be on a when I say large planning I mean a larger time scale larger time Horizon but that can take time like preparing documentation for that um a lot of

lot of meetings to coordinate like basically even within the team like working with my product managers and just getting on the same page and uh discussing with them what priorities they're hearing from the business or partner teams and then aligning with them on like engineering effort and again I'm so thankful that with this team I have like really good product support um it can I don't know I feel like it can make or break like working relation ships in terms of like how the team operates because when you don't have good product support um like number one I've been in situations where we don't even need it number two if you have if you do have product owners and like product managers however you're kind of setting this up as a dedicated role if they're not involved like it's really challenging um because if they

want to have any say and they're not involved it feels very disconnected so just a heads up there uh I'm pretty thankful uh what else so planning meetings that's not all the time though um there are meetings again more seasonal for like promotions and rewards so those come up a lot um because the primary promotions and rewards are like once a year um but there's like off cycle promotions so that there's opportunities for more conversations around that um I don't I don't have a skip level 10one with my manager like my my manager's boss right now um it's I think We've joked because we've seen each other at the office a bunch and like I like even today like I was chatting with him a couple times um so I do get FaceTime with him which is good but uh probably would be worth like

getting that done um I mean like I said we've talked about it so it's probably something I should I don't know maybe I know he's busy like we're all busy maybe I should just be like hey like let me put this on your calendar periodically probably be good um but again the that doesn't feel urgent to me because at least I get FaceTime with him right if if we were very disconnected um then I would say like we probably need a forcing function and I would want like a skip level oneone uh to like basically just to bridge a gap but fortunately it's not not quite like that what else um what else goes on day to day um so like you might ask like okay well what do I do when I'm not just having meetings with people um there's also design docs to

review uh I do code reviews less frequently and less in-depth than I would uh especially as a software engineer um but they still happen and I try to let people know too like if there's um you know if they put me onto a code review I will give them feedback on on things that I'm comfortable with but I'm not going to like go blindly like approving poll requests and stuff like if I don't know what's going on so I will say like hey like you know this looks good from what I can see but you'll need someone else to sign off on this so I do spend time reviewing code um the previous team I was on there were a lot more uh C developers that were pretty new um to C at least so um there were opportunities there where when they were coding

stuff I could say hey like put me on that and then I can like I can at least give you feedback on like your C stuff um there might be some domain knowledge that I don't have the uh that level of depth like I haven't written in that code base so even though I know C and I have my own like practices and stuff like that that might not be what's in the code base um I might not know uh the architecture of something so like you can't expect that feedback from me but I'll still do the review and uh give them whatever feedback I can design dogs I spent a bunch of time on that and that's like um that's not just internal to our team cuz we'll have partners that are like they're working on things and asking for reviews and stuff so

spend time on that uh I have to draft them some sometimes so it's pretty rare that I'm drafting like a design dock because uh at least like a super technical one because I'm not the one rolling out or creating uh code for like architecting something and designing something uh but there's been a couple things especially like even roll out strategies and things like that that I've tried to document and put together um yeah so lots of lots of writing and lots of meetings U Prime like mostly summarizes my day um I want to I want to switch gears and maybe I'll think of some more things but I want to talk about startup life because this was a little bit different um and maybe you'll you'll see maybe like a little bit more of like a a personal kind of uh approach U because maybe

what I described you're like yeah that sounds pretty generic so I think my my time at a startup though was a little bit uh a little bit more unique so um I would generally start my days uh again I I said this earlier in in this ramble but um I worked a lot and I realized if I started my days earlier I could get some like Focus time right at the start of the day so uh I used to try and start a little earlier um try to get into the office maybe an hour before more most people come in it's usually what I can maintain is like about an hour before and uh what I can maintain is about an hour after as well so maybe like a 10hour day um was like the minimum at the office so uh I would get some

Focus time at the beginning and some Focus time at the end but as I mentioned what was a little bit unique is I was also coding on top of managing teams so that Focus time would generally be that I could go get some coding done so I would have um generally featur that weren't like I would try not to take on things that would block other people um throughout the 8 years that I was doing that there was absolutely no way to avoid that entirely but um you know I wanted to make sure that my team could work on you know features that uh we could I could help them navigate but like if I needed to spend a day like helping someone or doing manager stuff they're not going to be like man like Nick's holding us back like he's also on the team

right so I try to make sure that I could separate that kind of stuff out um early on in my management journey I prioritized one-on ones less or they were less consistent so um I did not do a good job of that early on but tried to to make it a priority later from a consistency perspective because when it's all over the place it's like I don't know it doesn't I'm I'm sure it does not feel good to employees uh to have that but I'll also say because they were living in startup world too like they understood that we always had like crazy priority shifts and stuff going on so um they probably understood why it wasn't consistent but at the same time like that's not a good excuse so um now I think for the most most of the time that I was at

the startup I had small teams um the very beginning I had a really big team I had like I think between 13 to 17 people at one point in the beginning it was just like insanity it didn't really make sense um and so there was a lot of people and in the middle like the most of the time it was closer to like you know four to six people and then towards the end I basically like doubled up and had uh multiple teams um so in terms of 101s and stuff like I had to carve out time for that by the end of it I was having more dedicated one On's prioritizing that consistency um we had less of a documentation culture where I was before at the startup um so less of a documentation culture but a lot more like it was also in

person it's a lot more like uh brainstorming white boarding sessions and stuff like that like I feel like I don't do a lot of that these days and that I don't want to say that's like oh that's a big Tech thing I think that's just the remote nature like it's a lot more inclusive to be trying to have conversations in design documents or in a in a call together versus like hey like you're on the call but we're going to whiteboard and uh I think it would be cool to to kind of go back to having more whiteboards and stuff involved but I think uh people are finding what works but uh definitely a lot more whiteboarding sessions and like ad hoc like let's just get together and like draw pictures of what's happening and and sort through things so uh spent a bunch of

time doing that planning before the startup was um we would do like off-site planning and it was shorter scale than what we do at Microsoft so it happened more frequently but oh man the um it's more frequent but like the amount of effort that went into planning was a lot less not because it like was worse or something like that but I think we realize that as a startup we're like anything we're talking about in our plans right now the only like and I still say this to this day but like the only thing I can guarantee about plans we make is that they're they're not 100% right right it's just like things are going to change but the offsite stuff would be really good for like talking strategy making sure we're agreeing on the direction we want to go um we did follow closer

to like either scrum or can band depending on uh the year that I was working at the startup so in terms of like ceremonial meetings and stuff like that like we had retrospectives uh daily stand ups that kind of thing so a typical day like I said Focus time in the morning then people came in we get our daily stand up out of the way uh I've mentioned this before the team I had for a while like one of the core teams we got to the point where like a standup meeting's almost useless because we already know what everyone's doing so uh it was usually more for our product owner just to catch up which is still good and then it was nice because because if there wasn't other teams this is my personal experience if there wasn't other teams that were like hey Nick

like we need to pull you into this because you have some knowledge from you know the years that you've been here um if that wasn't happening then it was either like Focus time or like those brainstorming design type conversations I was talking about so it felt like I don't know it felt like a lot less meeting and a lot more dedicated time to to making tangible progress is really how I would frame it but um I think I need to acknowledge that like there's I don't want to make it sound like oh it's just because Microsoft is bad or something like that or it's nothing of the sort right we're talking about different scales of things like when I was at this startup we had just had like a satellite office in Ottawa and we were in Kitchener waterl so in terms of coordinating across

geography it's it's it's really not that far away um so sure there's a few hours between the offices but like you're not talking about trying to get on a call with someone you know 12 hours away from you so um the cross Geo thing very different the number of teams very different right uh the the uh layers of indirection between like where I am as an engineer in manager and uh executive level like at the startup was very very thin right like I could go and like easily I could go talk to the founder who's the CTO or talk to the CEO as long as they weren't traveling like I knew that I could go you know get their attention if I really needed it so um obviously at Microsoft like I'm not like knocking on satya's door and being like hey what's up like

let's chat uh and you know there's so many more levels in between so as you might expect there's going to be like more or process in place just due to the levels of indirection so it creates the side effect that things do go slower and there's a lot more overhead for trying to coordinate again I don't I'm not saying that like it's bad uh it's not something that I love personally but I understand why it happens there's just a lot more coordination to get done than what I have uh seen historically from a a startup at least right um I'm trying to think what else from like a day-to-day kind of thing oh man this guy's got to move cramping My Style buddy I got to switch lanes I don't know if any of the sound comes through but I like this car um okay

so yeah maybe I'll talk a little bit about like my like one one day like let's talk about today was a little bit of a an anomaly I guess um but I'll talk about what today would look like normally like a Monday for me uh so my Monday looks like waking up at 5:00 a.m. uh to go to CrossFit for 6 no um I don't like waking up at 5:00 a.m. uh I don't even like CrossFit to be honest with you but um I do it because I have switched away from bodybuilding to CrossFit uh it'll be a healthier thing for me uh my wife does it and she loves it so it's a it's cool that we can go do that she's way better at it than me don't tell her I said that she knows uh what's this person doing how many lanes

you in buddy okay we're doing this game I guess um so usually I'm pretty beat up from Crossfit though oh we're going to okay we're we're going to use the cheater Lane um so if if I'm pretty beat up from Crossfit when I come home from Crossfit I go back to sleep so I might go to CrossFit for a 600 a.m. class and get back at 7:30 in the morning and then sleep for another 30 minutes 45 minutes and then get uh get ready for work and that kind of thing so it's uh maybe eating again shower blah blah blah um if I have to go to the office that's like a day like today so a Monday and then I get a little bit of focus time before I have to hop on calls so that's mostly where I was explaining like how I'm

catching up on email and things like that um if I started the day and I already saw messages coming in like say I wake up from wake up to go to CrossFit and I already see like stuff from from China coming in uh you know other teammates that are in say Eastern Time Zone uh that have started engaging on conversations and stuff like that uh depending on what the day looks like I might already be kind of paying attention and just re-engaging on that stuff but then I have one-on ones and then lunch so you know a little bit of focus time one on ones in lunch so that's how I start the day at work and then after lunch it's one on On's and I have two different like sync meetings uh for for different one's for a like a cross team project so

almost like another V team kind of thing and I guess the other one is a dedicated vteam so sync meetings for that and then another 101 and sometimes on Mondays it's a good opportunity uh it seems for sorry got to make this turn it's a good opportunity for um like cross Geo meetings right like I don't know why but Mondays seem to be pretty freed up so it be like Tuesday Morning in China um so if there's like an ad hoc thing where it's like hey we needed to meet to to review this design dock or something like that like it's usually a pretty open slot I find where people can reserve that time so um usually like it's pretty good I usually don't have anything that comes up too late um but on like a daylight today for example when I was leaving the

office I was even I was even telling my skill uh cuz we were chatting through some stuff today I was just saying hey like if if I'm needed still like in the evening like let me know I'll be by a computer like there's there's enough stuff like that where it's like if you can but for me at least if I'm around a computer and I can be of help then I will offer it um it's I don't know I find it's pretty rare that I'm like I try to like shy away from that I would much rather just help because I find in my role as an engineering manager it's like that's I know it's not necessarily the expectation but like I don't feel like I'm doing my job my best unless I'm making myself available for people so again that's my personal thing I

I just want to make sure that I offer that to people right because I talked about this in the previous video like from this morning but was trying when I was talking about burnout I was saying hey look like reminder as an engineering manager my job is to enable my team to do their best work possible um and like I I am a support role at this point right I'm a support role if I can help amplify the effectiveness of other people that's how I become successful so how does that work well I I try to make myself available and that way if there's difficult times and it's like literally based on a time of day thing like not to worry just like message me let me know you need help and I will try to help um but as I mentioned I have to

I have to consider work life balance it's also different now too like I married I'm obviously in a relationship CU I'm married when I was in uh startup life um wasn't in like long-term serious relationships so like I had that ability to just be like I'm going to work and like no one's going to get mad at me I'm not uh I'm not taking time away from someone else um but obviously like in a marriage like that's different right um my I think my wife would understand if I was like hey look I got to work late tonight she's not going to be not going to be like I hate you but if I was doing that every night and I was like oh like you know work again work again she would probably say like you know are you like is everything okay with

work like she I I don't think it would be like a she's mad at me but more of a like looking out for me like are you sure this is the thing that you want to be doing um and I she would feel right like she would know that that's going to have an impact on our marriage if I'm like literally never around so um yeah things things are just different and I don't say that in a bad way obviously it's uh these are just different is and how I've kind of gone through my career as a manager so I don't know if that makes sense I'm watching you can't see it um obviously cuz this camera's pointed at me but there was someone who had a a left left turn and there was someone crossing the road and they were going so slow like

impossibly slow it almost felt like it uh should be like a a Vine video remember Vines remember those um it almost seemed like a prank someone was being punked but no just someone walking super slow so yeah I think that's mostly like a day in the life for me um some things to keep in mind right every day is going to be a little different there are days uh today for example without I'm not going to say any details about it but like today um today was a completely anomalous day so uh I had to rejig a lot of stuff a lot of things that were planned for today just did not happen that's okay it's going to come up time to time um there's seasonal type things like I mentioned planning promotions rewards those are a little bit more uh seasonal um so how

I'm spending my time will shift gears to accommodate for those things but lots of meetings and lots of coordination I would say it's how I spend most of my time so I hope that helps um I don't know if I got anything else I'm just glad you guys are hanging out this person's going to get into an accident did a left turn from not the turn lane like an absolute dummy they Bas you can't let me explain the street layout now I'm angry this is me angry I'm not actually angry um okay so there's two lanes but like a a center turning lane so in total three lanes okay now this person is in my Lane in front of me and they put their left turn signal on and they stop but there's a whole center turning Lane that's open and you can turn both

ways no oncoming cars in that center lane they just stop in our lane and then try to turn left just people absolutely do not understand how to drive and it's uh it's dangerous now the police are here oh there's three holy cow there's three police cruisers to pull over one person that happens a lot here I don't know why like I I rarely ever see like one Cruiser pulling someone over it's always like two to four that have like swarmed some vehicle every time maybe I live in a dangerous place I don't know we want to move side note I'm planning to do that um we want to move out of here I think we like our house but like um we'd like to upgrade I think um the neighborhood we're in and stuff like i' like that to be nicer I can't see anything

where I'm backing up hereo it's one of those roll the window down so you can see type things um yeah I think we want to move probably get a little bit more little bit more land a little bit more modern house just they cost money and uh I'd like some more of that so we'll see I want I want another car too but we can't be doing cars we can't be doing cars house first but this one would be super fun to widebody and then a little bit more power but we'll see about that for now it's stay in stock but I'll see you later